Strategy Safari

Strategy Safari

Set off on a day's strategic exploration with your leadership team. Survey your industry, consider your competitors and customers and plan new objectives and initiatives.

TIME

|

full day

PARTICIPANTS

|

10-20

LOCATION

|

Any venue

Analysis

Strategy

Planning

Session Detail

This workshop will help your leadership team analyse your company, industry and surrounding factors, and will help you look ahead to identify upcoming opportunities and threats.

We'll then spend time shaping a number of strategic scenarios and brainstorm your response to each of them, to help you plan a successful future for your organisation.

Finally we'll assess and evaluate your ideas, prioritising according to impact and resources. You'll come away with concrete actions in order to progress your strategy.

Strategy Safari

SWOT

SWOT is a template to help you analyse an organisation. It's a simple template that guides you through a process of analysing the various Strengths, Weaknesses, Opportunities and Threats of your team, project or organisation.

By listing points under each of these categories you will be able to get a better understanding of the current situation faced by your organisation. This enables you to plan moves that take advantage of your organisation’s strengths and opportunities, and implement strategies to mitigate weaknesses and threats.

PESTLE

PESTLE is a mnemonic for factors that drive and shape market trends and consumer behaviour. It stands for: Political, Environmental, Societal, Technological, Legal and Economic. Participants spend time analysing their business from the perspective of each of these factors.

It can be really useful to understand and map out the wider context of the sector in which you operate, because these trends and changes will affect your business and your brand. This exercise can set you up for a strategic planning technique such as Scenario Planning.

Looking Ahead

A future-focused session that asks: what are your biggest priorities and events over the coming months? What's likely to happen and what can we do about it? Which relationships are strong - and which need work? What opportunities are we most excited and passionate about?

Participants identify predictable events, situations and potential issues that they can factor into their plans for the next 6-12 months. Sometimes these offer opportunities to take advantage of by planning early; sometimes they enable problems to be mitigated before they occur.

Scenario Planning

Scenario Planning

Events will shape the future in many different ways, and it’s impossible to predict everything that will happen tomorrow, let alone 5 or 10 years in the future. One way to deal with this is to use Scenario Planning, first introduced by energy giant Shell in the 1970s.

Participants create several different future scenarios to illustrate the varying ways current issues could play out. How can they prepare for each scenario? Which is preferred and why? Once you've envisioned a number of relevant potential futures, then you can think about how you might prepare for the challenges and uncertainties your business might face.

How Might We...?

How Might We...?

Creative Thinking

How Might We... is a way of starting a question to kick-start a discussion. The open-ended, optimistic phrasing is designed to encourage broad thinking. This technique was developed at P&G in the 1970s, and it has been used and promoted extensively by the design company IDEO.

This is a useful technique to quickly generate ideas that get to the heart of the problem you're trying to solve. By using the positive starting point, you quickly focus on generating useful, helpful approaches that are more likely to work for your audience.

Easy High Impact

Easy High Impact

Which of your ideas and projects should take priority? Which will offer the best return for the least resources? If some of your ideas look great but seem hard to achieve, can you simplify or streamline them so they take less resources or effort?

This approach is great for working out priorities, identifying strengths and making decisions. It can also help you use constraints to focus your thinking. Teams find it really useful to get clarity on what's worth working on first, and what has the greatest potential.

Team To-Do List

Team To-Do List

Most often used towards the end of a workshop, this simple activity aims to gather the various ideas, outputs and priorities from the session and help participants create a set of practical actions to take things forward.

We help participants to come up with specific tasks or actions that they can take as a result of the workshop's discussions - assigning either individual or collective responsibilities, along with consideration of resources and deadlines.

TESTIMONIAL

“Creative Huddle ran an offsite for our board to define our strategy for the coming years. It was incredibly helpful to have a skilled facilitator to help us analyse our business, clarify our thinking and challenge us to make decisions on our future direction. Everything was clearly summarised in a concise report afterwards, which helped us maintain momentum and take tangible outcomes from the day.”

Chris Peach

Chief Financial Officer

Munnelly Group

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